Video Interviews — Capture Your Flag

Fortitude

How Flow State of Mind Elevates Stage Performance - Matt Ruby

In Chapter 2 of 18 in his 2011 Capture Your Flag interview with host Erik Michielsen, standup comedian Matt Ruby answers "When Are You at Your Best?"  Ruby notes how he does his best work when in a flow state.  An analytic person, Ruby learns to let go and immerse himself in an open state where he can trust his subconscious and perform on stage. 

Matt Ruby is a standup comedian based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University.

What Gets Easier and What Gets Harder - Matt Ruby

In Chapter 4 of 18 in his 2011 Capture Your Flag interview with host Erik Michielsen, standup comedian Matt Ruby answers "What is Getting Harder and What is Getting Easier in What You Do as a Standup Comedian?"  He shares how experience is making some things easier.  He notes the the challenge of maintaining a unique voice or point of view as he gains performance experience. 

Matt Ruby is a standup comedian based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University. 

How Success Shapes Standup Comedy Career Growth - Matt Ruby

In Chapter 11 of 18 in his 2011 Capture Your Flag interview with host Erik Michielsen, standup comedian Matt Ruby answers "What Interests You Most About the Arc of a Standup Comedy Career?"  Ruby notes how comedians get more interesting with age and experience.  Experience and time allow a comedian not only to build a set but also to build a brand.  Over time, it becomes less about being an anonymous name in a large room to being the featured performer in a fan-filled room. 

Matt Ruby is a standup comedian based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University.

How to Create Longer Lasting Comedy Material - Matt Ruby

In Chapter 15 of 18 in his 2011 Capture Your Flag interview with host Erik Michielsen, standup comedian Matt Ruby answers "What are You Learning About Creating More Sustainable and Durable Comedy Material?"  Ruby prioritizes creating evergreen material that does not get old, contrasting it to temporal material that dies quickly.  As an example, Ruby notes how more personal material has a longer shelf life. 

Matt Ruby is a standup comedian based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University. 

Why Standup Comedians Need a Short and Long Game - Matt Ruby

In Chapter 18 of 18 in his 2011 Capture Your Flag interview with host Erik Michielsen, standup comedian Matt Ruby answers "Why is It Important Standup Comedians Develop Both a Short Game and a Long Game?"  Ruby notes how the two approaches differ.  Short games get comedians into festivals, contests, and late night programs.  It is essential standup comedians have a short game, however does not necessarily mean they are great comedians. 

Matt Ruby is a standup comedian based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University.

What Gets Easier and What Gets Harder - Ken Rona

In Chapter 1 of 13 in his 2011 Capture Your Flag interview with host Erik Michielsen, data analytics expert Ken Rona answers "What is Getting Easier and What is Getting More Difficult in What You Do?"  He notes how he is maturing with a manager, being more consistent and clear in behavior and communication.  Additionally, experience has taught him how to more easily extract value from data.  From a challenge perspective, he notes how commuting to another city - from DC to Atlanta - has been stressful and is something he will address by moving the family to Atlanta.  Rona is currently VP Audience Insights and Ad Sales Partnerships at Turner Broadcasting.  Previously, Rona has worked in roles in data analytics at IXI Digital and AOL and management consulting at McKinsey & Co.  He earned a BA and MA in Political Science from Stony Brook University and a PhD in Behavioral Economics from Duke University. 

Finding Career Purpose Solving Complex Problems - Ken Rona

In Chapter 8 of 13 in his 2011 Capture Your Flag interview with host Erik Michielsen, data analytics expert Ken Rona answers "What Fuels Your Passion to Solve Complex Problems?"  He finds joy applying his passion solving problems and trying to make an impact or contribution to an organization, industry, or something greater.  Rona notes there will never be a shortage of problem solving jobs given the preponderance of problems that exist in the world.  Rona is currently VP Audience Insights and Ad Sales Partnerships at Turner Broadcasting.  Previously, Rona has worked in roles in data analytics at IXI Digital and AOL and management consulting at McKinsey & Co.  He earned a BA and MA in Political Science from Stony Brook University and a PhD in Behavioral Economics from Duke University. 

Learning Business Strategy Research in Stanford PhD Program - Ben Hallen

In Chapter 8 of 21 in his 2011 Capture Your Flag interview with host Erik Michielsen, business school professor Ben Hallen answers "What Was Most Challenging About Earning Your PhD at Stanford University?" Hallen finds the greatest challenge rising to the expected level of research. Understanding what it means to create high caliber research. Not only is it rigorous in understanding what is the right behavior to use, but also rigorous in that it strives to learn something that is not understood yet that applies in strategy and management. Hallen is an Assistant Professor of Strategy and Entrepreneurship at London Business School. Previously, he was Assistant Professor of Management and Organization at University of Maryland. Hallen earned his PhD from Stanford University and its Stanford Technology Venture Program (STVP). He has been a startup CTO and graduated from the University of Virginia with a BS in Electrical Engineering and a Masters in Computer Science.

Stacie Bloom on The Long Term Value of a PhD Investment

In Chapter 6 of 19 in her 2011 Capture Your Flag interview with host Erik Michielsen, Stacie Grossman Bloom answers "What Do You Believe is the Greatest Long Term Value of a PhD Investment?" She notes that the training required to get a PhD creates a transferable skill set that allows one to solve problems in creative independent ways. She shares how her PhD in cell biology and post doc in molecular neurobiology proved extremely transferable in her career. Specifically, she used the core skills learned during her PhD to become an editor at Nature Medicine and also applies the skills in her role at the New York Academy of Sciences (NYAS), which she held at the time of this interview.

Stacie Grossman Bloom is the Executive Director at the NYU Neuroscience Institute at NYU Langone Medical Center. Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS). She earned her PhD in Neurobiology and Cell Biology at Georgetown University and did a post-doctoral fellowship at Rockefeller University in New York City. She earned her BA in Chemistry and Psychology from the University of Delaware.

Transcript: 

Erik Michielsen: What do you believe is the greatest long-term value of a PhD investment?

Stacie Grossman Bloom: I think the greatest long-term value of a PhD investment is that the training required to get a PhD, what it really, I think teaches you more than a specific niche that you are working on research-wise is it teaches you how to solve programs in creative ways, independently. I think it’s a very transferable skill.

I mean my PhD is in cell biology. I did a post doc in molecular neurobiology. That’s what my PhD is in and that’s what I was trained in. That doesn’t mean that I couldn’t become an editor at Nature Medicine and understand a much broader range of scientific topics. I would say now, even in my current job, I oversee not only life sciences and biomedicine but also now physical sciences and engineering, which was like a foreign language to me, but I think when you have a PhD you acquire skills that allow you to help figure out other areas. 

What Separates a Good Consultant From a Great One - Audrey Parker

In Chapter 9 of 21 in her 2011 Capture Your Flag interview with host Erik Michielsen, entrepreneur Audrey Parker answers "What Separates a Great Consultant from a Good One?" She notes a great consultant listens whereas a good consultant talks. Too busy talking, a good consultant thinks he or she already knows their audience interest and motivation. She finds listening to a client or audience to be a far more effective strategy. What they say at first may not be the underlying problem requiring attention. Parker is currently on a one-year sabbatical. Parker co-founded CLEAResult, an energy management consulting firm. In 2010, CLEAResult ranked #144 in the Inc. 500 list of fastest-growing private companies. In late 2010, CLEAResult was sold to General Catalyst Partners. Parker graduated from Wake Forest University.

Joe Stump on How to Lead an Engineering Team

In Chapter 12 of 17 in his 2011 Capture Your Flag interview, Internet entrepreneur and SimpleGeo CTO Joe Stump notes what it means to be an engineering leader. Motivating and managing technical talent requires many things. Engineers want leaders to understand their responsibilities and interests. Stump believes engineering leaders must accept they will be unable to please everyone and then follow through making difficult decisions to keep product goals aligned with available resources and timeframes. Stump is the co-founder and CTO at SimpleGeo (www.simplegeo.com), a San Francisco-based mobile location infrastructure services company. Previously Stump was Lead Architect at Digg. He programs in PHP, Python, Django and enjoys scaling websites. He earned a BBA in Computer Information Systems from Eastern Michigan University.

Transcript:

Erik Michielsen:  What does it mean to be a leader in what you do?

Joe Stump: I think from an engineering stand point the people that - and what I try to do and what I try to emulate – engineers want to know that the people that are guiding the ship know where they’re coming from, think like they think and defend their interests.  And I think that’s probably true for most employees.  You know, they want to know that – I’m sure that people in marketing and accounting want to know that their views are being represented and defended to other people in the company.  

So, the qualities that I look for in an engineering leader are – I don’t think really nice people work well as engineering leaders or leaders in general because they haven’t really learned the “you can’t please everyone all the time” thing.  And it’s particularly true with engineering, because the problem with engineering is technically with enough computing power and enough money anything is feasible.  Technically, right?  But as a technical leader you have to be able to say, “No, we can’t do that.” And explain why. And if you’re unwilling to do that and you say yes to too many features and too many people, it wreaks havoc on the engineering organization because now they’re under extreme deadlines and you only have so much capacity.  

I think one thing that a lot of engineering leaders haven’t really wrapped their brain around is that engineers manufacture features in code. And just like a normal manufacturing facility you can only produce so many widgets in a given day with so many machines.  So, if you have a bunch of engineers, even if they are amazingly talented engineers, they can only produce so much code in a given time.  

So, if you have an engineering manager that’s out off in the rest of the company saying, “Oh yeah accounting, we can totally build that.  Oh yeah marketing, we can totally build that.  Oh yeah, we can totally build this.”  But you only have one or two engineers, next thing you know you have ten things that need to be out and that’s when things start getting off the rails and the engineers start getting really upset.

How Startup Attracts Top Software Executive Talent - Dan Street

In Chapter 18 of 20 of his 2011 Capture Your Flag interview, software entrepreneur and Loku founder and CEO Dan Street shares what he is learning about building a software company. The attention to detail and release cycle challenges push Street to seek experienced senior level talent. He finds a veteran software executive who joins via a contract relationship. Over time, the executive becomes CTO, citing how the company team, purpose, and business model align with his life, goals, and experience. Street is the founder and CEO of Loku (previously named Borrowed Sugar) which develops Internet software to strengthen local communities. Previously, Street worked in private equity at Kohlberg, Kravis, and Roberts (KKR) and management consulting at Bain & Co. He earned a BA in music and business from Rice University.

Fabian Pfortmüller on What Makes Leadership Impactful

In Chapter 12 of 19 in his 2011 Capture Your Flag interview, community builder and entrepreneur Fabian Pfortmüller frames impactful leadership as results driven and sustainable.  Fabian notes leadership is not only emotional nor is it temporal.  He shares insight from a friend that we totally overestimate what one can achieve in one year and underestimate what one can achieve in five years.  Pfortmüller is co-founder of Sandbox Network (www.sandbox-network.com).  He also co-founded an innovation think tank, Incubaker (www.incubaker.com), and is part of the group's first spin-off, Holstee (www.holstee.com), an apparel brand for people who would like to wear their passion.  Pfortmüller graduated from Columbia University and its School of General Studies. 

Transcript:

Erik Michielsen: How do you define impactful leadership?

Fabian Pfortmüller: I think there are different levels to that question. The first level that comes to my mind is I believe leadership is impactful if it’s not just about talking but if there’s an end result if there’s a bottom line and I see a lot of leaders who have – who run organizations or projects which are really good in stirring up emotions and getting people excited about something but they don’t get the work done and I believe impactful in the end has to do with getting the work done.

The second aspect of that is… length, is time. I believe impactful has something to do with just keep doing it for a long time and not just do it in one shot. I believe very little impact is done with just doing something once but if you something over a certain period of time and you keep doing it I believe that’s where the real impact comes and I think that’s also important for leaders to drive that and to be the example of that. One friend once told me that you over estimate how much you can get done in one year but you totally underestimate how much you can get done in five years, I think it’s very true, you know?

Impactful leadership has to do with driving the five-year boat not just the one-year project. And I believe in my very personal opinion impactful leadership has to do with realizing and trying to better understand what the larger impact is of what you do, because we all don’t live in a bubble and we all don’t live in a little microcosm, we’re are all somehow connected in the bigger world and so what we do at Holstee or at Sandbox hopefully has ripple effects into third, fourth, fifty degrees and I think leadership requires to… you can’t know that but you can try to understand it and you can try to make sure that all the different stake holders involved are treated fairly in a positive impact.

How to Use a Finance MBA in an Education Career - Andrew Epstein

In Chapter 14 of 19 in his 2011 Capture Your Flag interview with host Erik Michielsen, charter school executive Andrew Epstein shares how he uses his finance education, including his Columbia MBA, is relevant in his work. He discusses how profit and loss - or P&L - and financial statement analysis. Over time, Epstein finds himself using progressively advanced corporate finance skills to plan strategy and position the charter schools for sustainability. Epstein is currently Senior Director for Finance at Democracy Prep Public Schools in New York City. Previously, he was a finance executive at Universal Music Group's Island Def Jam Records and, previous to that, a schoolteacher in the Teach for America Corps program. He holds a BA from the University of Michigan and an MBA from Columbia Business School.

What Do Charter Schools and Small Businesses Have in Common - Andrew Epstein

In Chapter 9 of 19 in his 2011 Capture Your Flag interview with host Erik Michielsen, charter school executive Andrew Epstein compares running a charter school to managing a small business. Epstein notes schools have customers, the families and students, employees, the staff, revenues and expenses. Like small businesses, sustainability is key to charter school finance and operations. Epstein notes the importance of monitoring per pupil financial allocations and optimizing the education experience delivered from that investment. Epstein is currently Senior Director for Finance at Democracy Prep Public Schools in New York City. Previously, he was a finance executive at Universal Music Group's Island Def Jam Records and, previous to that, a schoolteacher in the Teach for America Corps program. He holds a BA from the University of Michigan and an MBA from Columbia Business School.

How Evaluation and Testing Improve Curriculum Design - Louise Davis Langheier

In Chapter 8 of 9 in her 2011 Capture Your Flag interview with host Erik Michielsen, non-profit founder and executive Louise Davis Langheier shares how evaluation and testing inform health education curriculum design. As her organization Peer Health Exchange develops, Langheier looks to invest more in pre- and post- testing to complement on the ground student and teacher feedback. Langheier is founder and CEO of Peer Health Exchange (http://www.peerhealthexchange.com ), a non-profit that trains college students to teach health education in public high schools. She graduated Yale University with a B.A. in History and serves on the board of directors of Dwight Hall at Yale, the center for public service and social justice.

How a Great Board of Directors Impacts Non-Profit Success - Louise Davis Langheier

In Chapter 4 of 9 in her 2011 Capture Your Flag interview with host Erik Michielsen, non-profit founder and executive Louise Davis Langheier shares the importance of recruiting a great non-profit board of directors. Not only does Langheier feel board members are the ultimate stewards of the organization mission, but she also notes the critical role they play owning fiduciary - or financial - responsibility. Langheier is founder and CEO of Peer Health Exchange (http://www.peerhealthexchange.com ), a non-profit that trains college students to teach health education in public high schools. She graduated Yale University with a B.A. in History and serves on the board of directors of Dwight Hall at Yale, the center for public service and social justice.

Simon Sinek on Why Greatness Starts and Ends With Passion

In Chapter 13 of 20 in his 2011 Capture Your Flag interview with host Erik Michielsen, author and leadership expert Simon Sinek shares what performing artists have taught him about preparation, process, and passion. Sinek finds passion matters on the bookends. It starts things. It is the process, or preparation, where people differentiate, develop, and ascend as individuals and as work - or art - creators. This process is where individuals accept and embrace technical capacity and open themselves to failure and the willingness to learn from and iterate upon it. Simon Sinek is a trained ethnographer who applies his curiosity around why people do what they do to teach leaders and companies how to inspire people. He is the author of "Start With Why: How Great Leaders Inspire Everyone to Take Action". Sinek holds a BA degree in cultural anthropology from Brandeis University.

Transcript

Erik Michielsen: What has your passion for the performing arts taught you about the power of preparation?

Simon Sinek: There is something magical about somebody, an artist, who is willing to put himself out there, to share with am audience, to share with the world, something that they have created. And there is the very high possibility of failure, that it won’t be good. And if any component doesn’t work it can affect the thing as a whole. Um, preparation is interesting. I’m a great believer in process, to a degree. 

Which is – you have to be good at what you’re doing, and you have to understand your own discipline and have a technical grounding, but that’s not where it ends. I think where passion matters is on the bookends. You know, people start things because they’re passionate, you know? “I was passionate about this so I decided to start my own business,” or, “I was passionate about this so I started to take classes.” Passion’s what gets things started. 

And then it’s that process, it’s that preparation that you become understanding of, where it becomes intellectualized, that thing that you like, and that’s where I think most people fall down. “Oh my goodness there’s a lot of work here,” you know? So that usually ends that “passion” pretty quickly, or they get stuck in there, where it becomes only learning and only thinking. And really, there’s a point at which you have to say, “okay, you know what? I know how to do this; I’m good at this. I have to trust that I’m good at this, I have to trust the training and now I’m gonna go back to that passion again.” 

And those are the few who are able to truly catapult themselves, or their work, to this new level where we say it’s great, not just good. Because they’ve allowed themselves to now accept the technical capacity and leave themselves open to the potential for making mistakes again. Children have passion and they’re beautiful to watch, and they make a total mess. And these few here, they kind of have a childish way about them, they kind of act like children in some way, where it’s a little bit reckless abandon but for the fact that they have training and grounding and preparation. And I think those – that’s a beautiful thing to pursue. It’s a hard thing to do, because now that you’re technically based and you have an understanding, are you willing to fail? Yes here, because you don’t know anything [taps table] and yes here if you can be great.